Yale Psychiatry Grand Rounds: "My Journey as an AHC Psychologist: Leadership Lessons Learned"

Transcript

• 00:00Honor to see. It's an honor to see
• 00:03former colleagues and friends as well
• 00:05as I see the first resident or the
• 00:07person who was the first resident
• 00:09that I ever supervised on the call.
• 00:12So it's really a real honor to be here.
• 00:16And Doctor Karasu,
• 00:17I'm so grateful that you're here
• 00:20today and thank you so very much.
• 00:22So I'm not going to give the
• 00:25typical grand rounds today.
• 00:27What I'm going to do is talk a
• 00:29little bit about my career as it
• 00:31influenced who I am as a leader.
• 00:35And so I'm going to give a much
• 00:37more sort of personal story today
• 00:40than the grand rounds with data and
• 00:42slide data and things like that.
• 00:45I know that Donna shared,
• 00:47you know, parts of my CV with you,
• 00:49and that's usually what we know about people.
• 00:52But I've come to appreciate as a leader
• 00:55that we are way more than how many
• 00:58publications we have or books we've
• 01:00written or how much grant money we have.
• 01:02But it's sort of who we are as people.
• 01:04And so I've really come to think
• 01:06as a leader that what we want to
• 01:08know about people is who they are,
• 01:10both inside of work and outside of work.
• 01:13What are the things that matter to you?
• 01:15Who are your mentors?
• 01:17For me, for example,
• 01:18Congressman Lewis,
• 01:19Who are the people that matter?
• 01:22You know what matters like traveling
• 01:24and and things like that.
• 01:25And so here's really the CV that
• 01:27I want to share with you today,
• 01:30or part of it as I speak with you today
• 01:34about my leadership journey or parts of it.
• 01:37I hope that you take some time
• 01:39now and over the next few days to
• 01:41reflect on your own personal and
• 01:43professional history as leaders,
• 01:45both the successes you've had
• 01:47and the challenges you've had,
• 01:49because a lot of the lessons I've learned
• 01:51have been through the challenges I've had,
• 01:53not the successes.
• 01:56What is your what are your
• 01:58own values about leadership?
• 01:59And what's your approach to leadership?
• 02:02We heard about President Salivate today
• 02:06and what he shared with all of you.
• 02:09And I think that says so much
• 02:11about Peter's values,
• 02:12about leadership and his approach to
• 02:15leadership I think is captured in the
• 02:19communication you will receive today.
• 02:21So I think that the truth is my story
• 02:25as a leader begins early in my life.
• 02:28In the 60s when my mom got her PhD and
• 02:32that's picture of her PhD graduation,
• 02:35there were not very many women in psychology.
• 02:39And so I think that just growing up in
• 02:42a family with a with a mom who was a
• 02:46psychologist leader had a big impact on me.
• 02:49And I learned so much from that.
• 02:53And here's us at my APA
• 02:56presidential convention where we
• 02:58did an interview together.
• 03:02And there were many advantages of having
• 03:04a parent in the same field, but they're
• 03:07also challenges with that as well.
• 03:09And so really part of what I
• 03:12learned through that is a lot
• 03:14about developing my own identity,
• 03:16ensuring that we each have
• 03:17our own separate identities,
• 03:19but can also work together in
• 03:22meaningful and collaborative ways.
• 03:25Just moving quickly through the
• 03:26earlier part of my career at
• 03:28the University of Pennsylvania,
• 03:30where I was in undergrad,
• 03:32I learned a lot there with Marty Seligman
• 03:35and Lynn Abramson and Lauren Alloy.
• 03:38I really learned how to think
• 03:40like a researcher.
• 03:41I learned about publishing and I
• 03:45learned that despite the hardships
• 03:46or the difficulties we may have in
• 03:48our careers that we can succeed.
• 03:50I had quite low GRE scores and
• 03:54mentor support really helped me
• 03:56be able to move on in in my life.
• 03:59I learned about offering mentees the
• 04:01opportunity to study what interests
• 04:03them and a tremendous amount
• 04:06about balancing different views.
• 04:07I was in a cognitive, behavioral,
• 04:09very research oriented lab.
• 04:11My mom was a family systems
• 04:14person and I was in psychotherapy,
• 04:15psychoanalysis,
• 04:16and so had multiple different
• 04:19perspectives that I was trying
• 04:21to figure out how to balance and
• 04:25ultimately choose to integrate.
• 04:27I went to Graduate School to the 1st
• 04:29at the University of Pittsburgh and
• 04:31then I transferred to the University
• 04:33of Houston with my advisor Lynn Ream.
• 04:35I learned a lot about choosing
• 04:37an advisor or mentor,
• 04:38somebody who is really going
• 04:40to put your career first about
• 04:42dealing with problematic peers,
• 04:44which ultimately I think teaches you
• 04:45a lot as a leader about dealing with
• 04:48challenging people in the work environment,
• 04:50handling accusations.
• 04:51I was accused of cheating
• 04:54on a statistics exam.
• 04:56You know, I can look back on it now and say,
• 04:57well, I didn't do that.
• 04:58It wasn't a big deal.
• 04:59But at the time it felt like it
• 05:01was going to be the end of my
• 05:03career before it even started.
• 05:04And we all have stories like that
• 05:06where things just feel like they're
• 05:08going to be career ending and
• 05:10balancing personal and professional
• 05:13decisions in terms of staying or
• 05:15moving in relationships and career.
• 05:17Again, something all of us struggle with.
• 05:22I was had the good fortune as a grad
• 05:24student to do a lot of different research,
• 05:26a lot of different clinical work.
• 05:30This really set me up well for
• 05:32being a generalist and also for
• 05:35doing intervention research.
• 05:37I learned again a lot about
• 05:40defining my own identity.
• 05:42Lynn Ream was a wonderful mentor,
• 05:43but our world views about
• 05:45psychology were quite different,
• 05:47and so I really had a struggle to to find
• 05:51my own voice and pick my own career path.
• 05:55The truth was, my faculty wanted me to
• 05:57get a job in the psychology department.
• 05:59They were not happy.
• 06:00I chose to go into the psychiatry department.
• 06:03I think honestly,
• 06:04the only thing that saved me was the name
• 06:06of the psychiatry department was Yale,
• 06:07and I think if it had been any other name,
• 06:10it really would have been unacceptable.
• 06:12But because it was Yale,
• 06:14it was a good thing.
• 06:16I also learned about keeping ballet separate
• 06:18and sort of not bringing parts of me
• 06:21that weren't professional into the workplace.
• 06:24That's changed over the years,
• 06:26and I've learned a lot about
• 06:29how to be a good mentor.
• 06:32Fortunate to do my internship and
• 06:34postdoctoral residency in Madison,
• 06:36WI had wonderful
• 06:38interprofessional colleagues,
• 06:39and it really confirmed my identity
• 06:42as as a clinical researcher
• 06:44as well as a clinician.
• 06:46Also got to do a lot of research there,
• 06:49a lot of clinical work,
• 06:52but I learned a lot while I was there.
• 06:55I learned about dealing with death.
• 06:57Unfortunately,
• 06:58I had a peer who was the chief
• 07:02resident who was murdered by a patient.
• 07:05I was there.
• 07:09Excuse me, Heard the gunshots,
• 07:11heard her scream.
• 07:12I've been shot.
• 07:14I called the code.
• 07:16And so I learned a lot about that.
• 07:19And I also had a patient I was
• 07:22extremely attached to during that time,
• 07:23die by suicide.
• 07:25And that ultimately shifted my
• 07:28career trajectory to focus most of
• 07:30my research on suicide and women.
• 07:34And so I think I really learned
• 07:36from all of this the importance
• 07:38of taking from those experiences,
• 07:40even some of the most painful ones,
• 07:43and turning them into things
• 07:46that can matter going forward.
• 07:49I think when I do debriefing that I
• 07:51often do the kind of debriefing that
• 07:53I wish people had done with us when I
• 07:56was struggling with issues like that.
• 08:00My first job, as was mentioned by Donna,
• 08:03was at Yale, and I worked 1st at the
• 08:08Connecticut Mental Health Center and
• 08:10then at the Yale Psychiatric Institute,
• 08:14did research there.
• 08:14But the truth is I can.
• 08:16I struggle to be productive there.
• 08:19I struggle to get grants.
• 08:21While I was at Yale, I also taught
• 08:24and supervised for the first time.
• 08:27And as was true for so many of us back then,
• 08:30I had had no classes or seminars
• 08:32or supervision of supervision.
• 08:34I was a postdoc on June 30th,
• 08:37and I had 12 supervisors on July 1st.
• 08:39And I sort of supervised by
• 08:43doing what Trying to emulate my
• 08:45good supervisors and teachers,
• 08:46and trying to not do the things that the
• 08:49ones I didn't think were so helpful did.
• 08:53And it was also my first
• 08:56administrative experience.
• 09:00The reality is I made a
• 09:01lot of mistakes early on,
• 09:03doing administration and leadership,
• 09:06mistakes that in retrospect
• 09:09weren't that big a deal,
• 09:10but they felt like a big deal.
• 09:12And part of it was because I didn't
• 09:14know exactly how to navigate things
• 09:18when I when I made those
• 09:21administrative errors.
• 09:23So a couple of things I failed to negotiate,
• 09:25never even dawned on me when I
• 09:27was offered the position that
• 09:29I could negotiate for anything.
• 09:31So I failed to negotiate.
• 09:32And that's actually been a
• 09:34theme throughout my life,
• 09:35is not negotiating as well as I could.
• 09:38I think that's why I teach about negotiation.
• 09:42I also learned about making
• 09:44administrative errors and again
• 09:45realizing the importance of having
• 09:47a consultant or a coach when
• 09:49you're starting to be a leader.
• 09:51And there are many of you on
• 09:52the call who know David Snow.
• 09:53He was certainly a person that
• 09:55I turned to during that time.
• 09:58I learned about building teams
• 10:00and quite frankly,
• 10:02I learned about handling
• 10:04confrontation and shame.
• 10:09I also learned about prioritizing,
• 10:11mentoring, and career development,
• 10:12even when at the time it felt
• 10:14like that was not so mentoring and
• 10:16career development of other people,
• 10:18even though at the time that didn't
• 10:19feel like it was really highly valued.
• 10:21I know that that's changed
• 10:23a lot over the years,
• 10:25and I learned that stories about
• 10:28us change over time.
• 10:30I learned this when I came back to
• 10:32to give grand rounds at Yale and I
• 10:36was introduced and the story that
• 10:38was told about my time at Yale was so
• 10:41different than the story I had ever
• 10:44told myself about my time at Yale.
• 10:46And I called out my best friend that
• 10:48night after the grand rounds and I said,
• 10:50you won't believe what they said
• 10:51in the grand rounds introduction.
• 10:52And Stephanie,
• 10:53I actually think you're the
• 10:54person who gave the introduction
• 10:58and she said, well, what did they say?
• 11:01And I told her and I said,
• 11:02but it's not true. And she said, well,
• 11:04maybe you ought to start believing
• 11:07their story instead of your story.
• 11:09And I think that it's so often we focus
• 11:11so much on the things that were harder
• 11:14that were challenging that we lose sight
• 11:16of the things that might have gone well.
• 11:21I've been at Emory since 1990.
• 11:24I've had a really wonderful
• 11:27time in many ways.
• 11:28I could get to to do lots
• 11:30of different things.
• 11:31I get to to do clinical work at
• 11:34both Grady Health System which
• 11:36is a public safety net hospital
• 11:39as well as memory healthcare.
• 11:41So I do very different kinds of work
• 11:45got get to do a lot of science and
• 11:48scholarship in in many different
• 11:52areas and I really love doing that.
• 11:54Probably the work I'm most passionate
• 11:56about is the work with the NIA project,
• 11:59which has been to celebrated
• 12:01its 30th year last year.
• 12:06I've really enjoyed moving much more
• 12:08into patient and family centered
• 12:10care and doing that collaboratively
• 12:13with interprofessional colleagues
• 12:15and I had really wanted to do global
• 12:17mental health work and had struggled
• 12:19to figure out how to do that.
• 12:21Unfortunately, in the past few
• 12:23years I've been able to increasingly
• 12:26figure out how to do that work.
• 12:29The pandemic actually opened up a
• 12:31lot of doors for me and I'm now,
• 12:34for example, consulting to our
• 12:36healthcare colleagues in Wuhan
• 12:38and Beijing and Shanghai related
• 12:42to healthcare worker well-being.
• 12:44Also been able to do a lot of
• 12:48education and training and I really,
• 12:51really enjoy that very much and doing
• 12:55a lot of advocacy and leadership.
• 12:59We have the Atlanta Behavioral Health
• 13:01Advocates that we have formed.
• 13:03It's a social justice advocacy
• 13:05group and I have multiple sort of
• 13:08more formal title roles in which
• 13:11I can do advocacy and leadership.
• 13:16I've learned a lot over the time.
• 13:17My professional identity has really evolved.
• 13:21I started out sort of identifying
• 13:24as a scientist practitioner,
• 13:26added educator to that,
• 13:28added advocate to the my identity,
• 13:31and then added leader and sort of finding
• 13:34ways to balance all of those different
• 13:38parts really have become clear that
• 13:41I've needed to articulate my values,
• 13:44knowing what are the values that
• 13:46for me as a leader are really
• 13:49central to my core and my identity.
• 13:52That they really serve as a
• 13:54foundation and my moral compass.
• 13:57That these values inform what I do,
• 13:59they evolve over time.
• 14:01And that one of the hardest things
• 14:03for me as a leader has been to
• 14:05figure out what to do when the
• 14:08values that I hold near and dear
• 14:10to my heart come into conflict.
• 14:12So for example,
• 14:13I had situations in which values
• 14:15such as loyalty and integrity
• 14:17have come into conflict,
• 14:19both of which are important to me.
• 14:21Sometimes they can't be equally
• 14:25important and thinking really about
• 14:28how to act in accord with my values.
• 14:31So things like valuing the people
• 14:33with my work with collaborating and
• 14:35teach as well as those I care for.
• 14:38Really incorporating community
• 14:40advisory boards and the the voices
• 14:43of our patients and their families.
• 14:46Building programs through collaboration,
• 14:48creating service and educational programs
• 14:50that value and highlight diversity,
• 14:53equity and inclusion.
• 14:54And being sure that I prioritize
• 14:57in all of my work service,
• 14:59serving the public or the multiple publics.
• 15:03And here's sort of a different
• 15:05way to to highlight what some of
• 15:08those values are associated with
• 15:10each part of my identity and the
• 15:13importance of pulling those together.
• 15:17I've learned about balancing
• 15:19multiple missions.
• 15:20Probably most everyone on the call
• 15:23does 234 or more kind of activities,
• 15:26and you can't do them all
• 15:28equally well all of the time.
• 15:30And how do you prioritize
• 15:31and which do you do?
• 15:32When and how do you make sure
• 15:35that you do a good enough job
• 15:37with everything that you do?
• 15:39Through my various leadership roles at Emory,
• 15:42I've had amazing opportunities.
• 15:44One of the most special opportunities
• 15:47was that His Holiness the Dalai Lama
• 15:49joined the faculty at Emory and I was
• 15:52chair of the University Senate at the time.
• 15:56And so I had the opportunity to
• 15:59to welcome him to our faculty.
• 16:02And what I would say,
• 16:03there's a lot I could say
• 16:04about that experience.
• 16:05But one of the things that I would
• 16:07say from a leader perspective is
• 16:09that even though I believe 12,000
• 16:12people were watching this ceremony,
• 16:16when I was talking with him,
• 16:18he looked at me in the eyes in
• 16:20the way in which I felt like I
• 16:22was the only person in the space.
• 16:24There were lots and lots of
• 16:25people in the room that he really,
• 16:27truly made eye contact with me
• 16:29in a way that made me feel like
• 16:33we were really connected.
• 16:35And I think as a leader,
• 16:36that is just so very, very important.
• 16:40I've learned lots of things
• 16:43along my time at at Emory dealing
• 16:47with problematic employees.
• 16:49I tend to be somebody who likes to
• 16:51avoid conflict and can't always do that.
• 16:54As I mentioned,
• 16:55I'm not very good at this negotiating thing,
• 16:57so I've didn't do as well.
• 16:59I haven't done as well as I could
• 17:02negotiating for my salary or time off
• 17:04when I was APA president and trying to,
• 17:06as I mentioned,
• 17:07teach about negotiation to be
• 17:09able to do this,
• 17:10practicing giving and getting feedback,
• 17:12asking others for help,
• 17:14and of course using data to advocate.
• 17:17I've come to appreciate what my style
• 17:20is as a leader as it's evolved and
• 17:23recognizing the pros and cons of my style.
• 17:27I've applied for jobs.
• 17:29Excuse me.
• 17:30Well,
• 17:31at Emory
• 17:35and I did not get all of the shops
• 17:38that I applied for And so sort of
• 17:40learning how to deal with that,
• 17:42especially when you don't get a job
• 17:44in in your own space and just how
• 17:46that feels and how to deal with that.
• 17:49And then I being offered new
• 17:51opportunities when I least expect them.
• 17:53So my recent role in the Dean's office
• 17:57was was a job that was created for
• 18:00me and offered to me and that was
• 18:03something that came quite unexpectedly.
• 18:08I've really come to appreciate
• 18:11the importance of stepping forward
• 18:14during times of crisis and I'll
• 18:16give a couple examples of this.
• 18:18One is that we created this
• 18:21model called caring Communities
• 18:22during the COVID-19 pandemic,
• 18:24developed a behavioral response model.
• 18:26We published about this and
• 18:30and gave a lot of support,
• 18:32interventions, education, outreach
• 18:37at our institution and our area
• 18:40nationally and then increasingly globally.
• 18:44As I mentioned earlier,
• 18:45I had wanted to figure out how to
• 18:48get into the global space and the
• 18:50pandemic and the work we ended up doing
• 18:53locally opened the doors for that.
• 18:55And so I got the US Department of State,
• 19:00offered me a contract to consult
• 19:04to embassies throughout the world,
• 19:06really, but particularly a lot in
• 19:09the Middle East and in Africa.
• 19:11And so that's really helped me be able
• 19:14to get involved with more global health work.
• 19:19It's another example of stepping
• 19:20forward during times of crisis.
• 19:22It's also for me related to diversity
• 19:25initiatives and facilitating.
• 19:27This relates to what Doctor Crystal
• 19:29was talking about beginning today,
• 19:31diversity dialogues and
• 19:33anti racism conversations.
• 19:35We created and implemented A diversity
• 19:38dialogue facilitator training program.
• 19:40First, we trained faculty throughout
• 19:43our Med school to support these or
• 19:46to facilitate these conversations and
• 19:49then we refine the program to train
• 19:54learners like chiatry residents,
• 19:56psychology interns and postdocs
• 19:58and and the like and we're able to
• 20:00get some grant funding to do that.
• 20:02We're continuing to to grow that
• 20:06program and there have been other times
• 20:09of crisis in recent years that I've
• 20:12found stepping forward really matters.
• 20:14I've been.
• 20:15Doing work,
• 20:16psycho education,
• 20:17support and guidance to the actually
• 20:20economic teams in the Ukraine.
• 20:27So what have I learned from all
• 20:30this Leading through crisis?
• 20:31We're really prioritizing my
• 20:33connection with the people on teams,
• 20:35recognizing just how much leadership
• 20:38is about relationships and
• 20:40connections being really present,
• 20:42visible and available.
• 20:43And I don't think any time is more
• 20:45important for that than the pandemic.
• 20:48Going to the IC US every day from
• 20:51March through the Friday after
• 20:53Thanksgiving and just being there
• 20:55for for people on the front lines.
• 20:58Being about a lot about being flexible,
• 21:01compassionate and coaching
• 21:03others with compassion.
• 21:04Taking appropriate action steps in
• 21:07collaboration with people that I leave,
• 21:10doing my best to work with people to
• 21:12get critical resources and something
• 21:14that I continue to to have to work
• 21:18on is taking good care of myself.
• 21:21Also learned the importance and
• 21:23again this is mentioned earlier in
• 21:27that conversation by Doctor Crystal
• 21:30of being engaged in the the Atlanta
• 21:33community in many different ways
• 21:35and how very important that is being
• 21:39available to the media as well as
• 21:42a spokesperson for psychology,
• 21:44translating psychology and psychological
• 21:46science to the public and really
• 21:50helping the public in times of crisis.
• 21:53And I just here want to sort of
• 21:56acknowledge the the loss of Missus
• 21:59Carter an amazing mental health
• 22:01advocate and leader.
• 22:07I know that people who lead
• 22:09and do well get lots of honors,
• 22:12but I really don't feel like it's
• 22:14the honors in and of themselves.
• 22:16That's what matters.
• 22:17But what we do with those honors
• 22:20to continue to pay it forward.
• 22:24One of the ways I've been
• 22:26involved in doing that,
• 22:28but also in learning to lead,
• 22:30is I've participated in a lot of
• 22:32different leadership development programs.
• 22:34I came to realize pretty early on in,
• 22:36in part because of some of the mistakes
• 22:38that I made while I was in New Haven
• 22:41that I really didn't know how to lead.
• 22:42That leadership was a competency,
• 22:45but a competency that we don't
• 22:47necessarily learn the same way we learn
• 22:50how to do interventions or whatever.
• 22:52And so I participated in many different
• 22:56leadership development programs and have
• 22:58been on the faculty of many different
• 23:01leadership development programs as well.
• 23:04And I think that that's really helped me
• 23:07learn as much as I can about leadership.
• 23:12So in addition to learning that
• 23:14leadership is a confidence.
• 23:16I think her participating in these programs,
• 23:19all of which include various
• 23:22leadership assessments,
• 23:23has really helped me learn what
• 23:25my leadership strengths are
• 23:27and how to capitalize on them.
• 23:30Excuse me, I am not your typical leader
• 23:32when it comes to those assessments.
• 23:35So whatever assessment tool you do,
• 23:37and I'm just gave 2 examples here
• 23:40on the Berkman, the green has to
• 23:42do with the feeling kind of leader.
• 23:44Well, I was in a leadership program.
• 23:47We all took the Berkman.
• 23:48They had all the Reds over red
• 23:51kind of leaders in one corner.
• 23:53The Blues who another.
• 23:55The yellows and another and
• 23:56the greens and the 4th.
• 23:58And I was the only one in the green category,
• 24:01the only one who led by feeling
• 24:04the same on the Myers Briggs.
• 24:05It doesn't matter what it is and
• 24:10really not feeling for a long time
• 24:14that I had a lot of models or
• 24:16support to to lead in those ways.
• 24:18But that those that what that is who I
• 24:20am and how to to capitalize on that.
• 24:23But also these leadership programs
• 24:26have you do 360° evaluations,
• 24:28and we all have areas of strengths
• 24:32and areas we can get better at,
• 24:35and developing and implementing
• 24:37action plans for myself related to
• 24:40the areas that were ways in which
• 24:43I needed to improve and being very
• 24:46intentional about addressing those.
• 24:49So for example,
• 24:51I mentioned earlier dealing with
• 24:53problematic employees being one of them.
• 24:56Not surprisingly,
• 24:57I am probably not the only person on
• 25:00this zoom who's a perfectionist and
• 25:03really learning about striving for
• 25:06excellence rather than perfection,
• 25:08which is of course always unattainable.
• 25:12As Donna mentioned,
• 25:13I've been very involved nationally
• 25:15and lots of different ways and
• 25:18lots of different organizations.
• 25:20And through that I've learned about
• 25:23reaching out for help and guides
• 25:25from other people who I trust
• 25:27and can and depend on.
• 25:29Taking responsibility for my own behaviors,
• 25:32my own actions,
• 25:33and being willing to reflect on those.
• 25:36Always trying to be curious,
• 25:38valuing learning from diverse
• 25:40people with different views,
• 25:42knowing that you can't be a leader
• 25:43by yourself and you really need
• 25:45to share that leadership burden,
• 25:47creating and following through
• 25:48and vision and mission.
• 25:50I don't know how many of you have
• 25:52been involved in strategic planning
• 25:53where you spend tons and tons and
• 25:55tons of time coming up with the
• 25:56vision and the mission and goals and
• 25:58way less time on implementing those
• 26:01strategic plans and realizing that
• 26:02really the effort needs to go on.
• 26:05The implementation part of those plans
• 26:11have had many different involvements
• 26:14in the American Psychological
• 26:16Association since very early in my
• 26:18career and found those to be extremely
• 26:21valuable and very special to me.
• 26:24Of course, the one that what mattered
• 26:26the most was the year I was President of
• 26:30the American Psychological Association.
• 26:32I had several initiatives at
• 26:33that time that I think reflect
• 26:35things that really matter for me.
• 26:37One had to do with translating
• 26:40psychological science to the public,
• 26:41the second had to do with
• 26:44patient and family centered care,
• 26:47and the third had to do with the pipeline
• 26:49from Graduate School to first job.
• 26:52But this is also the first
• 26:54time that I didn't.
• 26:55Besides my initiatives,
• 26:56I I did what I call my passions,
• 27:00and I really integrated the arts
• 27:02and psychology For the first
• 27:04time in the psychology world.
• 27:05I had always, as I had mentioned earlier,
• 27:07kept damp, separate and outside of my life.
• 27:11And so I had started the first choir at APA.
• 27:14We had slideshows of psychologists
• 27:19and psychology trainings,
• 27:21photography and pottery
• 27:23and artwork and the like.
• 27:26I gave presidential citations,
• 27:271/3 of them to early career
• 27:29psychologist because I feel like
• 27:31people early in their career often
• 27:33get overlooked and their work doesn't
• 27:36really get honored sufficiently.
• 27:37And I just loved the international
• 27:41travel that I got to do.
• 27:44I think I learned about communicating
• 27:47in a personal and genuine way.
• 27:50When I was APA president,
• 27:52I gave Congressman Lewis a presidential
• 27:56citation and he was a real mentor to me
• 28:00in terms of policy and advocacy work.
• 28:03And when I was starting to introduce him,
• 28:07I got choked up and I sort of stopped myself,
• 28:12didn't think it was appropriate to get
• 28:15tearful when I was introducing somebody.
• 28:17And he stood up and he said,
• 28:20Nadine,
• 28:21it's OK to have those feelings
• 28:23and share them.
• 28:25It's those feelings that are
• 28:27the passion and the power behind
• 28:30courage and good leadership.
• 28:32And that was really a turning
• 28:35point for me as a leader,
• 28:37to have somebody who I respected
• 28:40so tremendously much for what he
• 28:43did for our nation and the world,
• 28:45and to have him say you don't
• 28:47have to hold back who you are,
• 28:50that you can be genuine and that
• 28:52will make you more effective leader.
• 28:56I really define my approach when I
• 28:59began the presidency as striving to
• 29:01be a leader that's collaborative,
• 29:03transformational,
• 29:04inclusive and values driven.
• 29:07But I had to add, over time,
• 29:10being courageous,
• 29:11I had never thought of myself
• 29:13as courageous in any way,
• 29:15certainly not a courageous leader.
• 29:18But it became clear to me that
• 29:20there are times that we have
• 29:23to step forward as a leader,
• 29:25regardless of the consequences
• 29:26and and really have courage in
• 29:29moving things forward.
• 29:33I learned as APA president about
• 29:35winning some and losing some,
• 29:37and that's true for any leader in any role.
• 29:40Times of feeling rejected as a leader
• 29:44and figuring out kind of what I can
• 29:47learn from that, what I can take.
• 29:49That really led me to reflect on my
• 29:51own approach to leadership and to
• 29:53write about being a multicultural
• 29:56and feminist leader as as things
• 29:59that really guide or inform who I am
• 30:05as APA president.
• 30:06I learned about dealing with those
• 30:08interpersonal conflicts which I'd
• 30:10like to avoid at the highest level,
• 30:12having to have intense personal
• 30:15and professional demands.
• 30:17Managing change.
• 30:18I always get marked really high on sort of
• 30:21collaboration and finding a middle ground.
• 30:24But sometimes compromise just isn't possible,
• 30:28and sometimes creative
• 30:29alternatives need to be found.
• 30:31And really figuring out what to do
• 30:35when compromised isn't possible.
• 30:37Continuing to make mistakes but
• 30:39learn from them and pursuing my
• 30:41dreams and sharing my passions.
• 30:46Unfortunately, there were some
• 30:51accusations about psychologists
• 30:53potential involvement in torture.
• 30:55And while I don't want to get
• 30:57off on on this whole issue,
• 31:00I want to focus on what I learned
• 31:02from the Huffman reporter,
• 31:03the independent review as a leader.
• 31:05So when I was president,
• 31:08I was when I president,
• 31:10the APA board called for an independent
• 31:13review of these accusations that
• 31:15had appeared in James Risen's book.
• 31:17I chaired the special committee
• 31:20related to this and I Co LED
• 31:22with Doctor Susan McDaniel the
• 31:25handling of the decision making.
• 31:27This was the headlines of the New
• 31:31York Times at the when the report
• 31:34was actively leaked to the press.
• 31:40And so as you can imagine, this was a
• 31:43very difficult and painful time for the
• 31:46organization and for me in in my role.
• 31:49And it was a time where more than ever,
• 31:52I really came to understand how you
• 31:54have to lead with, as I mentioned,
• 31:57courage and integrity to follow
• 31:59your moral compass, being clear,
• 32:02to have those values front and center.
• 32:05Because sometimes as a leader, there's
• 32:07some really painful realities to face.
• 32:10And that we need to do that no
• 32:12matter how difficult that is.
• 32:14And of course,
• 32:16making those really tough decisions.
• 32:19When you're leading through
• 32:20a crisis like that,
• 32:21it's very stressful and there's a
• 32:23lot of emotions that come up and
• 32:25trying to figure out how you're
• 32:27going to navigate those both
• 32:29personally and professionally.
• 32:31Finding ways to manage that stress.
• 32:33When there really is no time for self-care.
• 32:37And yet the critical importance
• 32:40of making time for self-care.
• 32:43Speaking up when what you have
• 32:44to say is a very popular,
• 32:47especially for me at least when issues
• 32:50of integrity and ethics are core.
• 32:52And knowing that when you're a leader,
• 32:55you may end up having a legacy that
• 32:58wasn't what you chose your legacy to be,
• 33:01wasn't what you thought you would
• 33:02legacy was going to be.
• 33:04But you ended up having a legacy that that
• 33:09that really is how people identify
• 33:11you in many ways, even though
• 33:14that may be only a small part of
• 33:16what you've done in your life.
• 33:20This was at a open town hall meeting
• 33:23with Susan McDaniel and and really
• 33:26working together with her DM and
• 33:28others on the leadership team.
• 33:30Creating a safe, trusting,
• 33:32honest, and open culture.
• 33:35Capitalizing on each other's strengths,
• 33:38really seeking and getting different
• 33:40perspectives and integrating those.
• 33:42Celebrating successes and knowing that
• 33:45when you're leading through a crisis that
• 33:48there are always more challenges ahead.
• 33:53And so this was the next New York
• 33:56Times headline related to this.
• 34:01Learned about using principles
• 34:03of good communication.
• 34:05When you're feeling,
• 34:06particularly in a crisis time,
• 34:08that you're going to get attacked
• 34:10from all sides and you're
• 34:11going to have to handle that.
• 34:12And it's some of those attacks
• 34:14are based on mistakes I've made
• 34:16and having to take responsibility
• 34:18for that or organizational or
• 34:20institutional responsibility.
• 34:25This is probably going to be the quote
• 34:29of mine that I will be best known for.
• 34:32And again, even though I consider this
• 34:35only one piece of my my life's work,
• 34:38but this is the quote in the New York Times.
• 34:40The actions, policies and lack of
• 34:43independence from government influence
• 34:44described in the Huffman report
• 34:46represented a failure to live up
• 34:48to our core values, Nadine Kasler,
• 34:51former president of the organization,
• 34:53said in a statement.
• 34:55We profoundly regret and apologize for the
• 34:58behavior and the consequences that ensued.
• 35:03I saw Congressman Lewis in the Atlanta
• 35:07airport about a month or two after
• 35:10this apology in the New York Times.
• 35:12And he said to me, Nadine,
• 35:14do you know how often people apologize?
• 35:16In the New York Times,
• 35:18I said I had no idea.
• 35:19And he said, well, almost never.
• 35:23It takes courage as a leader to apologize.
• 35:26And so I think that all of us wish
• 35:30that our leaders would apologize more.
• 35:35But when you're leading through
• 35:36really turbulent times,
• 35:37you have to find ways to be compassionate,
• 35:40caring and pathic, as well as
• 35:42courageous and ethical and decisive.
• 35:45It helps so much to collaborate
• 35:48during those times,
• 35:49to find a way to deal with the trauma
• 35:51and the turbulence of the difficulty,
• 35:54as well as to move forward,
• 35:56to embrace the opportunities
• 35:58that a crisis provides for.
• 36:01A department and institution and
• 36:04organization using those crisis
• 36:06opportunities has a chance to
• 36:09become stronger and better and
• 36:11to thrive in new kinds of ways.
• 36:14And I think that can only happen
• 36:17in a culture in which there's a
• 36:19lot of emphasis on self reflection,
• 36:22ethicality,
• 36:22having every voice at the table and
• 36:25being open to diverse perspectives,
• 36:28finding humming ground,
• 36:30creating solutions together
• 36:32and trying new ways to be
• 36:40so shifting from that to something
• 36:43that I'm much more passionate about.
• 36:46Mentioned I I started dancing
• 36:47ballet when I was three.
• 36:49I danced ballet professionally prior to
• 36:52going to pursue a career in psychology.
• 36:56But I had always kept that really separate.
• 37:00And I think as a leader,
• 37:01so often people keep separate
• 37:03different parts of their lives.
• 37:06As Donna mentioned,
• 37:07I'm a psychologist for the Atlanta Ballet.
• 37:10I had AI met with the kids last week and
• 37:13one of the kids said at the end, well,
• 37:15why do we we call you Doctor Nadine?
• 37:18I said, well,
• 37:19what what would you like to call me?
• 37:20And they call their teachers like Miss This.
• 37:22And I thought she was going
• 37:23to say Miss Nadine.
• 37:25And instead she said, well,
• 37:26CNN calls you doctor, dancer.
• 37:29And so this is probably my favorite
• 37:31thing that's ever been shared about me.
• 37:33And it's a lovely article interviews
• 37:35CNN did about dance and psychology and
• 37:38the integration of the two of them
• 37:43as a dance psychologist.
• 37:44Until this past year and a half,
• 37:47everything I did was in the dance world.
• 37:49Nothing was in the psychology world.
• 37:52So I did have done lots of keynote
• 37:54addresses for the National
• 37:55Association of Schools of Dance,
• 37:57consulted to the various dance
• 38:00companies and schools commented
• 38:02for these dance magazines.
• 38:04But just this past year,
• 38:06I for the first time got a grant with
• 38:09the dance department at Emory to
• 38:11create a restorative movement program
• 38:16and sort of foster trauma healing and
• 38:19restorative justice in our patients in
• 38:21the NIA project with histories of trauma.
• 38:24So I'm really excited to finally,
• 38:27at this stage of my life, in my career,
• 38:30to bring dance into into our medical school.
• 38:36This is a picture of me in a split on
• 38:39the board table at APA that is probably
• 38:43truly the integration of my passions.
• 38:45I don't normally do that in the workplace.
• 38:47People sort of dared me to do it,
• 38:51but really the importance of my continuing
• 38:53to to take ballet, to teach ballet,
• 38:56to to acknowledge and try to find
• 38:58ways to integrate those passions,
• 39:01but to also appreciate work, life, synergy.
• 39:07So in a few minutes, we have left.
• 39:11I want to share a little bit
• 39:13about why I love leadership.
• 39:16Because I am, I've come to realize,
• 39:18a leadership junkie.
• 39:21I really like having missions and
• 39:24dreams that I want to accomplish
• 39:26in collaboration with other people.
• 39:30I like connecting with people with
• 39:33shared interests and commitments and
• 39:36engaging with other people in ways that
• 39:38strengthen the meaning in our lives.
• 39:40I think having things that matter
• 39:43that are meaningful to us is is part
• 39:45of our our well-being and part of
• 39:49what helps us advance things and
• 39:52really engage in wonderful ways.
• 39:54Leadership has really enabled me
• 39:56to expand my horizons and give
• 39:59back to the community,
• 40:00our communities in multiple different ways.
• 40:05I do like most of the times
• 40:06the challenges of leadership.
• 40:08Sometimes those challenges
• 40:09seem a bit overwhelming,
• 40:10but in general I enjoy the
• 40:13challenges of leadership and helping
• 40:16others be more successful.
• 40:18At this stage of my life and my career,
• 40:21I have really become more intentional
• 40:24and committed to mentoring
• 40:26future generations of leaders.
• 40:28Because I think we really need to
• 40:31build leadership pipelines and be
• 40:33very committed to building diverse
• 40:35leadership pipelines and doing this
• 40:37by inspiring other people and being
• 40:40bringing out the best of them.
• 40:43I also think as a leader we can really
• 40:46make a difference in the world for
• 40:49me in recent years through COVID-19,
• 40:51healthcare worker,
• 40:53well-being and anti racism movements.
• 40:59So when I reflect upon where I
• 41:01am and where I'm going, I can,
• 41:04I'm sort of always questioning and we are
• 41:06going to keep staying on the path I'm on.
• 41:09Am I going to pursue more alternative
• 41:12paths in psychology and medicine,
• 41:15or am I going to pursue path
• 41:18outside of psychology and medicine?
• 41:23And so that means, as always,
• 41:25sort of taking stock of my life,
• 41:28like who I am as a leader,
• 41:31What matters to me,
• 41:32my strengths, my challenges.
• 41:34Seeking counsel for people from
• 41:37people who I trust and who matter
• 41:40to me and is always trying out new
• 41:45opportunities because there's so many
• 41:48exciting and different things to
• 41:50continue to do and ways to give back.
• 41:54So I'm going to stop here and thank
• 41:56you for your attention and I am
• 41:59happy to take questions or comments.